Strategy Innovation Proposal

Assessment of the Situation

"Successful organizations combine technology change and business model change to create innovation. In addition, to successfully integrating a robust model of innovation into the business mentality, the CEO and the leadership team must balance both the business and technology elements of innovation." (Schilling, 2004). Apple Inc. remains on the cutting edge of technology. Most organizations fashioned the way they enter the competitive marketplace based on Apple's technological framework. Apple, at one time was the leader in providing products for consumers that many consumers today cannot live without. The company's ability to incorporate strong brand messaging states that the organization is in a class all on its own. In the midst of Apple's overwhelming ability to take risks, their mission of conjoining necessity with convenience does render potential consequences if the organization fails to apply the appropriate mitigation techniques before problems occur.

Over the years Apple has actively approached the marketplace with iPhones, iPads, etc., each product is apparently more advanced than previous versions of the aforementioned products. " Few people are aware - and few market analysts too - that for the first 3 years the iPod was an absolute flop. The iPod was launched in october 2001, and between 2001 and 2004 iPod sales were between 100-200 thousand units per quarter, very far from today's 10-20 million units per quarter, and the iPod sales were not even covering the product research & development costs. Then, in June-Aug 2004 something happened, and iPod sales began to grow strongly, quarter after quarter. Today, we all know where the iPod stands, and what a remarkable success it is." (Vertygo Team, 2010). Unfortunately, when Apple began launching the iPhone and iPads there were inconvenient system glitches that prevented the products from functioning properly. In addition to overall product operability, there was also a nationwide concern of security breaches while using the Apple brand products in which case consumer's personal information was placed in the most vulnerable state. "If you visit a web page and load a simple PDF file, you may give total control of your iPhone, iPod Touch or iPad to a hacker. The security bug affects all iOS4 devices and the iPad. The vulnerability is easily exploitable. In fact, the latest one-click, no-computer-required jailbreak solution for iOS 4 devices uses this same method to break Apple's own security." (Diaz, 2010).

An organizations fundamental objective should be geared towards adding value to the organization. Consequently value cannot factor into the equation of increased performance if products are sub-par or brimming with technical difficulties, thus placing consumers at risk for identity theft. "A company's strategic intent is a long-term goal that is ambitious, builds upon and stretches the firm's existing core competencies, and draws from all levels of the organization. Hamel and Prahalad's examples include Canon's obsession with overtaking Xerox in copiers, Apple's mission of ensuring that every individual has a personal computer, or Yahoo's goal of becoming the world's largest Internet shopping mall." (Schilling, 2004).

According to Schilling (2004) there are virtually three types of innovation within an organizations business and technological model such as;

? Incremental Innovation-the process of conducting small improvement procedures on existing products. In other words an organization would work diligently to alleviate all potential problems or threats that may prevent the product from creating value.

? Semi-Radical Innovation-The process of making several changes within the technology and business model.

? Radical Innovation-"A radical innovation is a significant change that simultaneously affects both the business model and the technology of a company.23 Radical innovations usually bring fundamental changes to the competitive environment in an industry." (Schilling, 2004).

Access the Internet, or additional resources to identify a minimum of two current sources which support your position.

I have attached a supplemental document detailing IBDM and other relevant information.

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Assessment of the Situation

"Successful organizations combine technology change and business model change to create innovation. In addition, to successfully integrating a robust model of innovation into the business mentality, the CEO and the leadership team must balance both the business and technology elements of innovation." (Schilling, 2004). Apple Inc. remains on the cutting edge of technology. Most organizations fashioned the way they enter the competitive marketplace based on Apple's technological framework. Apple, at one time was the leader in providing products for consumers that many consumers today cannot live without. The company's ability to incorporate strong brand messaging states that the organization is in a class all on its own. In the midst of Apple's overwhelming ability to take risks, their mission of conjoining necessity with convenience does render potential consequences if the organization fails to apply the appropriate mitigation techniques before problems occur.

Over the years Apple has actively approached the marketplace with iPhones, iPads, etc., each product is apparently more advanced than previous versions of the aforementioned products. " Few people are aware - and few market analysts too - that for the first 3 years the iPod was an absolute flop. The iPod was launched in october 2001, and between 2001 and 2004 iPod sales were between 100-200 thousand units per quarter, very far from today's 10-20 million units per quarter, and the iPod sales were not even covering the product research & development costs. Then, in June-Aug 2004 something happened, and iPod sales began to grow strongly, quarter after quarter. Today, we all know where the iPod stands, and what a remarkable success it is." (Vertygo Team, 2010). Unfortunately, when Apple began launching the iPhone and iPads there were inconvenient system glitches that prevented the products from functioning properly. In addition to overall product operability, there was also a nationwide concern of security breaches while using the Apple brand products in which case consumer's personal information was placed in the most vulnerable state. "If you visit a web page and load a simple PDF file, you may give total control of your iPhone, iPod Touch or iPad to a hacker. The security bug affects all iOS4 devices and the iPad. The vulnerability is easily exploitable. In fact, the latest one-click, no-computer-required jailbreak solution for iOS 4 devices uses this same method to break Apple's own security." (Diaz, 2010).

An organizations fundamental objective should be geared towards adding value to the organization. Consequently value cannot factor into the equation of increased performance if products are sub-par or brimming with technical ...

Solution Summary

Assessment of the Situation

"Successful organizations combine technology change and business model change to create innovation. In addition, to successfully integrating a robust model of innovation into the business mentality, the CEO and the leadership team must balance both the business and technology elements of innovation." (Schilling, 2004). Apple Inc. remains on the cutting edge of technology. Most organizations fashioned the way they enter the competitive marketplace based on Apple's technological framework. Apple, at one time was the leader in providing products for consumers that many consumers today cannot live without. The company's ability to incorporate strong brand messaging states that the organization is in a class all on its own. In the midst of Apple's overwhelming ability to take risks, their mission of conjoining necessity with convenience does render potential consequences if the organization fails to apply the appropriate mitigation techniques before problems occur.

Over the years Apple has actively approached the marketplace with iPhones, iPads, etc., each product is apparently more advanced than previous versions of the aforementioned products. " Few people are aware - and few market analysts too - that for the first 3 years the iPod was an absolute flop. The iPod was launched in october 2001, and between 2001 and 2004 iPod sales were between 100-200 thousand units per quarter, very far from today's 10-20 million units per quarter, and the iPod sales were not even covering the product research & development costs. Then, in June-Aug 2004 something happened, and iPod sales began to grow strongly, quarter after quarter. Today, we all know where the iPod stands, and what a remarkable success it is." (Vertygo Team, 2010). Unfortunately, when Apple began launching the iPhone and iPads there were inconvenient system glitches that prevented the products from functioning properly.